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Department: PhD in Business Management & PhD in Project Management
Module Description: This module addresses the need to manage projects to deliver innovations as well as provide the knowledge that would help students understand the purpose of projects and their relationship to corporate strategic objectives, Project managers need to understand the drivers for change and innovation in the way projects are managed and how the different models of innovation and change and their applicability in a project environment. The module advocates the need to view project management as the management of innovation which in the past was limited to “new product development”. The module will examine the role of project managers in encouraging creativity, creating a climate of innovation and Innovation networks. The module will examine the relevant issues at team level and at supply chain level. In particular, using case studies, examine how an effective knowledge sharing and learning within the team and between the supply chain will create the support and incentive for innovation.
Indicative key readings
- Gratton, L. (2007). Hot spots: why some companies buzz with energy and innovation and others don’t. Harlow: Prentice Hall.
- Hofsetede, G..H., Hofstede, G..J. and Minkov, M. (2010). Cultures and organizations: software of the mind. 3rd edn. New York: McGraw Hill.
- Patterson, F., Kerrin, M., Gatto-Roissard, G. and Coan, P. (2009). Everyday innovation: How to enhance innovative working in employees and organisations. NESTA, UK Open resource
- Schein, E. H. (2016). Organisational culture and leadership. 5th edn. San Francisco, CA: Jossey-Bass.
- Ulrich, K. T. and Eppinger, S. D. (2016). Product design and development. 6th edn. New York: McGraw Hill.
- ADCCI. (2009). Our commitment to sustainability. Abu Dhabi, UAE: ADCCI. Request PDF
- ADICOE. (2009). Sustaining our nation success. Abu Dhabi, UAE: ADCCI/ADICOE. Request PDF
- Bessant, J. and Tidd, J. (2015). Innovation and entrepreneurship. 3rd edn. Chichester: Wiley.
- Dulaimi, M. and Kumaraswamy, M. (2000). Procuring for innovation: the integrating role of innovation in construction procurement. Proceedings of the Association of Researchers in Construction Management. UK: Glasgow. Request PDF
- Dulaimi, M., Nepal, M. and Park, M. (2005). A hierarchical structural model of assessing innovation and project performance. Construction Management and Economics, vol. 23(6), pp. 565-577.
- Dulaimi, M. (2007). Case studies on knowledge sharing across cultural boundaries. Journal of Engineering, Construction, and Architectural Management, vol. 14(6), pp. 550-567.
- Dulaimi, M. and Ang, A. F. (2009). Elements of learning organisations in Singapore’s construction industry. Emirates Journal of Engineering Research, vol. 14(1), pp. 83-92. Request PDF
- Hammuda, I. and Dulaimi, M. (1996). Empowering the organisation: a comparative study of different approaches to empowerment. CIB Beijing International conference, China, 21-24 October. Request PDF
- Hammuda, I. and Dulaimi, M. (1997). The theory and application of empowerment in construction: a comparative study of the different approaches to empowerment in construction, service, and manufacturing industries. International Journal of Project Management, vol. 5(5), pp. 289-296 Request PDF
- Handy, C. (1999). Understanding organisations. 4th edn. London: Penguin Books.
- Hargadon, A. and Sutton, R. (2000). Building an innovation factory. Harvard Business Review, May/June, pp. 157-166.
- Kotter, J. P. and Schlesinger, L. A. (1979). Choosing strategies for change. Harvard Business Review, March-April, pp. 106-114.
- Lane, P. J. and Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal, vol. 19, pp. 461-477.
- McKenna, E. (2012). Business psychology and organisational behaviour. 5th edn. East Sussex: Psychology Press.